...HR Analytics According to a 2004 Workforce Management (formerly Personnel Journal) article, “In 1978—in this publication—Jac Fitz-enz proposed a radical, anti-establishment idea. Human resources activities and their impact on the bottom line could—and should—be measured. The reaction was apathy, disagreement and disbelief” (Caudron, 2004). For the past three decades Fitz-enz has, along with a growing band of kindred spirits, campaigned tirelessly to improve the state of HR measurement and to help both HR professionals and senior executives understand its importance. These efforts started out at the nuts and bolts level—creating definitions for basic HR metrics such as compensation, staffing, hiring and retention. This work laid the foundation for gathering comparable data across organizations, which in turn, enabled the benchmarking of HR metrics. Over the years, a number of scholars and practitioners expanded the benchmarking of HR metrics to include investments in training and developing employees, as well as in a broad array of other HR policies and practices. Refining and improving the benchmarking of HR metrics remained a primary area of focus throughout much of the 1980s and 1990s. This benchmarking focus, while helpful in informing HR professionals about how their organization’s HR metrics stacked up to comparable or best-in-class organizations, provided little by way of actionable business intelligence on how to gain competitive advantage...
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...Licensed for Distribution by Kronos Incorporated. Page 3 Time & Attendance Trends in the UK Introduction NOTABLE INSIGHT Organisations with fully automated T&A processes are 32% more likely to be able to use their workforce data to support predictive analytics. Time and attendance (T&A) tracking and data are at the core of workforce management today and are key intersection points between HR and the business. Key findings from Brandon Hall Group’s 2015 HCM Technology Trends study show that organisations in the UK are beginning to take advantage of technology to automate T&A. As a result, they are able to experience key improvements in reporting and analytics capabilities and better support collaboration with other areas of the business: • Technology. 67% of UK organisations that have workforce management strategies say they have used technology to enable their T&A processes. • Reporting and analytics. Organisations with fully automated T&A processes are 70% more likely to be able to report on current data and 32% more likely to be able to use their workforce data to support predictive analytics. • Ownership. 63% of UK respondents report that T&A processes are owned outside of HR. By enabling T&A processes through technology, organisations can improve data...
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...Brief Overview of Business Intelligence and How Walmart Uses It Walmart is the biggest retailer in the world and handles more than one million customer transactions every hour and generates more than 2.5 petabytes of data storage (Venkatraman & Brooks, 2012). To put this into perspective, this data is equivalent to 167 times the number of books in America’s Library of Congress (Venkatraman & Brooks, 2012). So how can Wal-Mart use this massive amount of data and what useful information can this data provide? This paper will provide a brief overview of the importance of Business Intelligence (BI) and how the largest retailer in world, Walmart, is using it. BI platforms help management to truly understand its customer base and deliver individualized products and services (Brannon, 2010). When BI tools and analytics are used effectively, managers and decision makers can yield an all-encompassing view of the company, its position in the market, and its potential and perspectives (Albescu, and Pugna 2014). BI is best explained as a systematic process not found in a magazine, online or in a knowledge database. An organization that doesn’t have a viable BI capacity is making decisions without key information in this competitive market (Thomas, 2001). Walmart has more customer connections than any retailer in the world, from online activity to in-store purchases, and even social mentions (300,000 social mentions per week) (SAS Institute Inc.). Due to the abundance...
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...HR Analytics: Driving Return on Human Capital Investment An Oracle White Paper September 2011 HR Analytics: Driving Return on Human Capital Investment HR Analytics: Driving Return on Human Capital Investment The Business Need for Improved HR Analytics ................................. 3 Leading Practices for Improved Organizational Performance ............ 4 HR Analytics Contributes by Driving Insights to Action ...................... 5 Addressing Information Needs through Analytic Workflows ........... 5 About Oracle Business Intelligence Applications ............................... 7 The Foundation: OBIEE 11g .......................................................... 8 HR Analytics Subject Areas ........................................................... 9 A Case Story ................................................................................... 15 Benefits and ROI ............................................................................. 17 The Value of a Pre-Built Solution ................................................. 17 Business Value Adds Up ............................................................. 17 Maximizing Success – Next Steps ................................................... 19 Conclusion ...................................................................................... 20 The Business Need for Improved HR Analytics As worldwide economic and political conditions continue to concern business leaders, their attention...
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...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
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...1. Go to the Accenture website, www.accenture.com, to research and gather job- and career related information that might need to be adapted by other employers. As part of this research, examine how Accenture markets itself to current and potential employees. * For many organizations, a workforce is comprised of a mix of internal and external people. Recent Accenture analysis of this “extended workforce” finds that external workers, equipped with project-specific skills, are enabling organizations to seize marketplace opportunities faster, with more agility. To manage this extended workforce effectively, companies must create new organizational structures, facilitate interaction and collaboration among all workforce types, and integrate talent-related processes and systems. * “temp” workers—people used as a stopgap measure to fill in for employees on leave or to provide extra sets of hands during particularly busy periods. * Employing project-based workers is more than a tactical response to an immediate need, according to recent Accenture analysis. Indeed, such talent may be highly skilled, in-demand knowledge workers, performing at even the top levels of an organization. * The extended workforce trend * Using external, project-based workers has often been seen as primarily a cost-cutting initiative. . The channels, structures and transactions are entirely different—they are far more fluid and versatile than any familiar forms of accessing human resources...
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... Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations. True False 2. The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation. True False 3. The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners. True False 4. The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. True False 5. Advances in technology have allowed HR services to be offered more on a self-service basis than in the past. True False 6. HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently. True False 7. Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition. True False 8. Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds. True False 9. Companies are now more and more interested in using intangible assets and human capital as a way to gain...
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...The main theme of HR SHARE 2014 is “HR Change and Transformation” It has several sub-themes too. The conference is designed around themes and topics which are aligned to the various complexities that surround business. Main Theme: HR CHANGE AND TRANSFORMATION To accelerate organizational growth and be able to compete on a regional scale and beyond, human resources managers cannot simply follow the traditional paths they used to get the organization where it is today; instead, they need to transform themselves. In other words, HR practitioners need to expand their perspective and explore the world beyond the general HR attributes -- the overall business landscape, the clients as well as the competition. The various challenges facing hr are: Workforce diversity, mobility of talent, problems related to emerging world, strategic talent management etc. The transformation also poses a new challenge to the various HR practitioners that is to develop and demonstrate a new set of competencies to fulfill their changing roles and responsibilities. The implication for HR leaders is clear: HR must be capable of responding to the company's evolving human capital-related needs through the delivery of HR programs and services. What are the steps that should be taken to design intervention for this transformation? How can HR processes are being re-thought, and organizational designs are being re-drawn? The Sub themes for the conference are as follows: PRESENTATION: SUPPLY CHAIN MANAGEMENT...
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...Chapter 6 HR MetRics and WoRkfoRce analytics Kevin D. Carlson anD MiChael J. Kavanagh EDITORS’ NOTE The capacity to manage is limited by the accessible information in our possession. Research on goal setting confirms that being able to articulate the specific goal for a task and the level of the goal we want to achieve enhances performance of that task. Better information about the expectations of customers, the actions of competitors, and the state of the economy provides strong support for the strategic direction of organizations. Information about levels of output, for example, numbers of defects and efficiency of processes, positions line managers to produce high-quality products in the right amounts at the right time to meet customer needs. The same is true for the effective management of human capital in organizations. As discussed in this chapter, effective approaches to the measurement of human capital and the impact of people on organization processes, for example, HR programs such as recruiting, will enable both HRM professionals and line managers to utilize the human capital in organizations effectively. This measurement is accomplished by focusing on the development of systems of workforce analytics and supporting HR metrics that meet the needs of organization decision makers. This chapter offers a brief history of the efforts involved in the development of HR metrics and workforce analytics and of how these efforts have been enhanced by the advent of integrated...
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...|supervising, monitoring, controlling, and disciplining employees in order to achieve organizational goals. | |b. |the designing of organizational systems to ensure that human talent is used effectively to accomplish organizational | | |goals. | |c. |the use and coordination of human capital to ensure the profitability and survival of the organization. | |d. |the design of the organization and its systems in order to achieve the goals of the organization. | ANS: B PTS: 1 DIF: Easy REF: p. 4 OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRM TOP: Definitional 2. HR metrics must be linked to |a. |statistical analyses. | |b. |industry outcomes. | |c. |business performance. | |d. |employee satisfaction. | ANS: C PTS: 1 DIF: Easy REF: p. 4 OBJ: 1 NAT: AACSB Reflective Thinking LOC: Creation of Value TOP: Conceptual 3. All of the following are types of organizational assets EXCEPT |a. |social. ...
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...WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern California JOHN W. BOUDREAU Center for Effective Organizations Marshall School of Business University of Southern California Center for Effective Organizations - Marshall School of Business U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s, C A 9 0 0 8 9 – 0 8 7 1 (2 1 3) 7 4 0 - 9 8 1 4 FAX (213) 740-4354 http://ceo-marshall.usc.edu What Makes HR a Strategic Partner? Edward E. Lawler III Center for Effective Organizations University of Southern California 3415 S. Figueroa Street., #200 Los Angeles, CA 90089-0871 Tel: 213-740-9814 Email: elawler@marshall.usc.edu John W. Boudreau Center for Effective Organizations University of Southern California 1 What Makes HR a Strategic Partner? Edward E. Lawler III and John W. Boudreau Executive Summary For several decades, the HR function in corporations has been encouraged to become a strategic partner. Data from a longitudinal study of large corporations suggest that HR is not now a strategic partner and that little or no movement toward it becoming one has occurred. An analysis of what HR can do to become a strategic partner shows some clear actions that HR can take. These include talent development in HR, creating corporate centers of excellence, developing the right metrics and analytics, and perhaps...
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...problems with the definition of talent management and the lack of data supporting many practitioner claims. We then outline research that supports a systemsoriented definition of talent management that focuses on the strategic management of talent. We then outline future avenues of research to further develop the field of talent management and tie it more closely to the large volume of work in strategic human resources management. © 2006 Elsevier Inc. All rights reserved. Keywords: Talent management; Strategic Human resources; Organization A casual review of the trade and popular literature on the topic of “talent management” (TM) would certainly lead one to conclude it is a popular and growing field. A search on the phrase “talent management hr” in late 2004 using a popular internet search engine yielded over 2,700,000 hits. One year later a search on the same term yielded over 8 million hits. Given the number of consulting firms engaging in talent management and the growing number of articles and books on the topic, one might also believe “talent management” to be a well-defined area of practice supported by extensive research and a core set of principles. We find that such is not the case. A review of the literature focused on talent management reveals a disturbing lack of clarity regarding the definition,...
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...Chapter 01 Human Resource Management: Gaining a Competitive Advantage True / False Questions 1. | Companies have historically looked at HRM as a means to contribute to profitability and quality. True False | 2. | Orientation and skills training are responsibilities of HR personnel involved in analysis and design of work. True False | 3. | The three product lines of HR as a business are administrative services and transactions, business partner services, and strategic partner roles. True False | 4. | The amount of time that the HRM function devotes to administrative tasks is decreasing, and its role as a strategic business partner is increasing. True False | 5. | Advances in technology have decreased HRM's role in providing self-service to employees. True False | 6. | HR functions related to benefits administration such as health plan eligibility status, relocation, and payroll are usually not outsourced. True False | 7. | When a firm shifts to evidence-based HRM, it should stop using workforce analytics. True False | 8. | Evidence-based HR refers to the demonstration that human resources practices have no impact on the company's bottom or key stakeholders. True False | 9. | Intangible assets are equally or more valuable than financial and physical assets, but they are difficult to duplicate or imitate. True False | 10. | In a learning organization, improvements...
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...yTHE IMPORTANCE OF PAY IN EMPLOYEE MOTIVATION: DISCREPANCIES BETWEEN WHAT PEOPLE SAY AND WHAT THEY DO Sara L. Rynes, Barry Gerhart, and Kathleen A. Minette A majority of human resources professionals appear to believe that employees are likely to overreport the importance of pay in employee surveys. However, research suggests the opposite is actually true. We review evidence showing the discrepancies between what people say and do with respect to pay. We then discuss why pay is likely to be such an important general motivator, as well as a variety of reasons why managers might underestimate its importance. We note that pay is not equally important in all situations or to all individuals, and identify circumstances under which pay is likely to be more (or less) important to employees. We close with recommendations for implementing research findings with respect to pay and suggestions for evaluating pay systems. © 2004 Wiley Periodicals, Inc. It is easy to overestimate the frequency with which adults actually go to the opera and underestimate the frequency with which they watch TV cartoons on Saturday mornings, based on their self-reports. (Nunnally & Bernstein, 1994, p. 383) Rynes, Colbert, and Brown (2002) presented the following statement to 959 members of the Society for Human Resource Management (SHRM): “Surveys that directly ask employees how important pay is to them are likely to overestimate pay’s true importance in actual decisions” (p. 158). If our interpretation...
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...talent, allocate resources across competing initiatives, measure performance and build vital capabilities and skills. This requires developing programs that focus on workforce performance, identifying and employing talent globally, working collaboratively to accelerate change, generating innovation and producing measurable business results — now and into the future. 3 Providing solutions based on solid research IBM’s Global Human Capital Study 2008, which reflects the insights of over 400 senior executives, explores the strategic workforce management challenges companies face and demonstrates the importance of managing employees for enterprises of all sizes and across industries. From this study, four themes emerged: • Creating an adaptable workforce • Identifying and growing future leaders • Cracking the code for new talent • Driving growth through workforce analytics The study concludes...
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